Journal of Management Studies最新文献

{"title":"A Cautionary Tale: On the Adoption of Self-Determination Theory Principles for Practice","authors":"Jason D. Shaw","doi":"10.1111/joms.13112","DOIUrl":"10.1111/joms.13112","url":null,"abstract":"<p>Self-determination theory (SDT) continues to be among the most popular need-based theories of motivation in psychology and the organizational sciences. In their interesting and wide-ranging work, Gagné and Hewett (2024, this issue) contrast the assumptions and presumed mechanisms of SDT with the restrictive assumptions of agency theory. They also offer several suggestions for implementing SDT principles in practice, business school curricula, and public policy. In this counterpoint, I highlight areas of agreement with the authors, but also offer thoughts on SDT limitations and blind spots. My conclusion is a large-scale adoption of SDT – to the exclusion or minimization of other views – would not be advisable. I base this conclusion on the logic that needs vary in importance across individuals and needs are broader than those encompassed by SDT. Moreover, scholars and practitioners should embrace the notion that factors beyond the needs in SDT (e.g., values, fairness, quasi-rational calculations, and rewards) also play important roles in determining motivation.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 5","pages":"2125-2134"},"PeriodicalIF":7.0,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141190878","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Motivating People to Work: The Value Behind Diverse Assumptions","authors":"Hannes Leroy","doi":"10.1111/joms.13109","DOIUrl":"10.1111/joms.13109","url":null,"abstract":"<p>Agency theory and self-determination theory have contrasting assumptions about what motivates human beings and, accordingly, suggest differing methods of motivating others – from extrinsic rewards aimed at controlling agency to facilitating human agentic behaviour. These different assumptions are consequential – organizations and societies would look wildly different with the adoption of the one or other perspectives, with important implications for human welfare and wellbeing. The introduction to this <i>Point</i> and <i>Counterpoint</i> (PCP) calls on prominent scholars in both perspectives to clarify as well as question their assumptions about human motivation. An invitation to take a step back and clarify one's beliefs with precision, elucidating both the ideas and the data they are based on. At the same time, this PCP constitutes an invitation to explore how one's own personal preferences or values might be guiding their own (selection of) research and argumentation. We hope such internal reflection and external dialogue moves the conversation from us-versus-them to shared passion, from contradictory to paradoxical, and from stalemates to practical solutions that are sufficiently integrative to address today's complex societal challenges.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 5","pages":"2085-2097"},"PeriodicalIF":7.0,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13109","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141190996","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Road Less Travelled: Sabbaticals as Pathways for Engagement and Impact","authors":"Thomas J. Fewer","doi":"10.1111/joms.13110","DOIUrl":"10.1111/joms.13110","url":null,"abstract":"&lt;p&gt;As my postdoctoral fellowship drew to a close, I found myself standing at a crossroads reminiscent of Frost's imagery. One path, worn and familiar, led down the conventional track toward tenure. The other, a less conspicuous, meandering trail, hinted at the possibilities beyond academia. Despite investing six years to prepare for an academic career, I opted for the road less travelled – a choice that I have come to realize has made all the difference. In this essay, I reflect upon my temporary journey outside academia and draw parallels between this experience and the concept of an academic sabbatical to advocate for sabbatical opportunities beyond academic boundaries. These sabbaticals, which prioritize engagement with new communities, can enrich an academic career while positively impacting others.&lt;/p&gt;&lt;p&gt;Since the late nineteenth century, sabbaticals have become a staple of academic life. Loosely defined, sabbaticals are an ‘extended period of time intentionally spent on something that's not your routine job’ for the purpose of becoming ‘more useful to the college as a teacher, as an investigator, or as an administrator’ (Dartmouth Committee on Sabbatical Leave, &lt;span&gt;1922&lt;/span&gt;, p. 701; Schabram et al., &lt;span&gt;2023&lt;/span&gt;, p. 456). These departures from academic duties, whether paid or unpaid, aim to enhance academics’ professional development and contributions to their field. The early sabbatical model was designed to achieve this by enabling academics to engage with and absorb the latest advancements in knowledge that were prevalent in other institutions and professional circles. Today, nearly 80 percent of business academics who take sabbaticals do so with the aim of enhancing their research outputs (Spencer et al., &lt;span&gt;2012&lt;/span&gt;), and most of this time is spent catching up on papers, writing books, submitting grants, and giving presentations and invited lectures. Given the pervasive ‘publish or perish’ pressures that many in our field contend with (Bothello and Roulet, &lt;span&gt;2019&lt;/span&gt;), the predominant use of the sabbatical to advance one's research agenda is unsurprising. However, this well-trodden road represents a limited view of the potential utility of these periods of absence. What if sabbaticals were used as an opportunity for impactful exploration, to drive a more holistic sense of one's academic pursuits?&lt;/p&gt;&lt;p&gt;My journey off the traditional academic path has illustrated that deep immersion in new and unfamiliar contexts can enrich an academic career in profound ways while offering service to others. Exploring the sabbatical as a means of engagement with diverse communities beyond the bounds of familiarity, I use my personal experience to extend an invitation to all management academics – from PhD students and full professors to adjunct faculty and administrators – to consider embarking on their own form of a sabbatical outside of the business school in for-profit businesses, non-profit organizations, cultural and educati","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 4","pages":"1847-1854"},"PeriodicalIF":7.0,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13110","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141198108","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Pay it Forward and Free your Data! Fear in the Way of Data Sharing in Management Research","authors":"Gavin M. Schwarz,&nbsp;Dave Bouckenooghe","doi":"10.1111/joms.13091","DOIUrl":"10.1111/joms.13091","url":null,"abstract":"&lt;p&gt;Imagine this scenario: You have just published a multi-year, data-rich paper. It was hard, time-consuming, and consequential work. You pushed the boundaries in a real add-on contribution to knowledge. Two days after the paper is published, you Tweet and LinkedIn post your substantive findings, because that is what we do today. You then receive a spontaneous email: ‘I loved your paper. In fact, I am working on something similar. Can you share your data with me or point me to where your data are stored, and maybe show me some of your study processes and analysis plan or coding?’ What would you do? That's the dilemma we faced when receiving this query. When we asked our colleagues about their reaction to this request, most said they know sharing data is helpful, but were just not confident enough in the act of sharing itself. And this got us wondering; does our outlook on data ownership undermine fundamental principles of high-quality and open science?&lt;/p&gt;&lt;p&gt;The journey of scientific discovery is built on the bedrock of data sharing, a principle that has propelled fields from astronomy to medicine towards ground-breaking advancements (Anagnostou et al., &lt;span&gt;2015&lt;/span&gt;). Yet, within the corridors of management research, the notion of sharing our data fills many of us with a sense of dread. This fear isn't unfounded; it stems from a combination of concerns over data misuse, ethical breaches, and the potential for our work to be scooped before we've had the chance to stake a claim in the academic community. Our own journey through the academic landscape has been punctuated by moments that underscore this fear. One of the authors recalls the tension that followed a brown bag session where, for transparency, data were shared, only to face immediate backlash from a co-author worried about the research being captured by those in attendance. This incident reflects a broader sentiment that pervades our field: a guarded approach to research, where the desire for collaboration is often overshadowed by a fear of losing control over valuable data and our contributions.&lt;/p&gt;&lt;p&gt;Despite the clear benefits of data sharing, exemplified by the development and dissemination of COVID-19 vaccines through open data practices (Duan et al., &lt;span&gt;2022&lt;/span&gt;), the management research community remains trapped in a paradox: We acknowledge the importance of making our data findable, meaning accessible and transparent (Kowalczyk and Shankar, &lt;span&gt;2011&lt;/span&gt;), yet we hesitate, disincentivized and limited by fear and uncertainty. This reluctance hinders not just the reproducibility and integrity of our work but also its potential impact.&lt;/p&gt;&lt;p&gt;This essay is a personal reflection on the barriers that keep us all from sharing our data more freely.&lt;sup&gt;[&lt;/sup&gt;&lt;sup&gt;1&lt;/sup&gt;&lt;sup&gt;]&lt;/sup&gt; It is a call to confront the fears that hold us back, to recognize the value of data openness, not just for the sake of compliance, but for the advancement of knowledge itself. As we navigate th","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 3","pages":"1333-1340"},"PeriodicalIF":7.0,"publicationDate":"2024-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13091","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141102494","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Green Screening: Firm Environmental Strategy Amidst Policy Implementation Uncertainty in the European Union","authors":"Eun-Hee Kim,&nbsp;Shon R. Hiatt,&nbsp;Y. Maggie Zhou","doi":"10.1111/joms.13085","DOIUrl":"10.1111/joms.13085","url":null,"abstract":"<p>We examine how firms can strategically respond to policy implementation uncertainty by screening communication exchanges between policy-implementing agencies and their policy-formulating political principals. These exchanges can be viewed as a signal of the agencies’ commitment to policy implementation. The costlier the agency's communication, the stronger the expected implementation and the likelier that firms will commit to long-term, irreversible investments prior to the actual implementation of the policy. We test these hypotheses empirically by examining the investments made by European electric power companies in new renewable energy facilities from 2004 to 2009 and associating these investments with the communication between country agencies and the European Union Commission upon the latter's resolution to establish a greenhouse gas emissions trading scheme.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 4","pages":"1450-1490"},"PeriodicalIF":7.0,"publicationDate":"2024-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13085","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141100477","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Constructing a World for Compassion: How Temporal Work Can Preserve Compassion in Extreme Contexts","authors":"M. Dolores del Rio,&nbsp;Pablo D. Fernández,&nbsp;Ignasi Marti,&nbsp;Alberto Willi","doi":"10.1111/joms.13087","DOIUrl":"10.1111/joms.13087","url":null,"abstract":"<p>This article extends previous research on how compassion can be preserved in extreme contexts, highlighting the phenomenological experience of time in practices. Based on an ethnographic study of hospice care, we show how temporal work preserves compassion by enacting the <i>end-of-life</i> as a time of agency, a liminal time between the past (life) and an undesirable and certain future (death) that shifts focus to here and now actions. Taking a Heideggerian approach to the lived experience of compassion, we understand the hospice as a world where different ways of being are implicated in practices organized through existential spatiality (<i>being with the guest</i> and <i>being by the guest</i>). We show how exposure to people in <i>end-of-life</i> affects the experience of time in compassion practices, allowing them to be experienced as <i>kairos</i>, involving sacredness and spiritual connectedness with others, and as <i>chronos</i>, allowing compassion-givers to restore their capacity by focusing on compassion tasks.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 3","pages":"1121-1152"},"PeriodicalIF":7.0,"publicationDate":"2024-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13087","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141099537","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Paradox of Inclusion in Elite Workforce Differentiation Practices: Harnessing the Genius Effect","authors":"Anand P. A. van Zelderen,&nbsp;Nicky Dries,&nbsp;Elise Marescaux","doi":"10.1111/joms.13084","DOIUrl":"10.1111/joms.13084","url":null,"abstract":"<p>We examine the assumption that making workforce differentiation practices more inclusive will cause employees to react more positively. We identify a fundamental ‘paradox of inclusion’, where practices designed to be more inclusive may in fact decrease employees' perceived inclusion. Drawing on social comparison theory and the ‘genius effect’ – using talent management practices as an empirical case – we found that both employees identified as ‘talents’ and ‘non-talents’ reacted more favourably to exclusive, secretive practices than to inclusive, transparent practices. Across four studies, we ran experiments testing managers' assumptions about employee reactions to talent practices (Study 1; N = 179); the reactions of ‘non-talents’ (Study 2; N = 576); the reactions of ‘talents’ (Study 3; N = 306); and conducted a field study (Study 4; N = 402). Managers' preferences for more inclusive practices were guided by their assumption that non-talents would react more positively to them. Non-talents, in fact, reacted more <i>negatively</i> to more inclusive practices in terms of envy, organization-based self-esteem, turnover intentions, and perceived inclusion. Keeping talent status a secret from employees buffered negative reactions. Based on these findings, we identify paradoxes inherent to workforce differentiation and extend theorizing on the tension between exclusive and inclusive practices within organizations.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 4","pages":"1410-1449"},"PeriodicalIF":7.0,"publicationDate":"2024-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13084","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141121162","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Strategy Can No Longer Ignore Planetary Boundaries: A Call for Tackling Strategy's Ecological Fallacy","authors":"Pratima (Tima) Bansal,&nbsp;Rodolphe Durand,&nbsp;Markus Kreutzer,&nbsp;Sven Kunisch,&nbsp;Anita M. McGahan","doi":"10.1111/joms.13088","DOIUrl":"10.1111/joms.13088","url":null,"abstract":"<p>The field of Strategy has its origins in Business Policy, which emphasized how firms could pursue important social aims that individuals and governments could not pursue otherwise. This emphasis shifted in the 1970s as the field turned towards economics for insights. Strategy scholars began to address how market- and industry-level considerations, such as performance, price, and competition, were pursued by firms. By applying macro-level principles and assumptions analogically to a more micro-level of analysis, strategy scholars inadvertently committed what statisticians call an ecological fallacy. Educators and scholars in the field of Strategy started to accept the constructive consequences of growth, not only for the economy, but for every firm, without considering the implications for society and the natural environment. In so doing, Strategy scholarship inadvertently undermined its very ambition to advance social aims. Our <i>Point</i> advocates for reconsideration of the field's foundations so as to remediate the ecological fallacy and to address the climate and biodiversity crises. The goal is to offer a brighter and more relevant future for our discipline.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 2","pages":"965-985"},"PeriodicalIF":7.0,"publicationDate":"2024-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13088","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140962480","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"When Does a Firm Fail to Walk the Talk? Decoupling in International Expansion","authors":"Kai Xu,&nbsp;Wei Shi,&nbsp;Jing Zhao,&nbsp;Xuanyu Chen","doi":"10.1111/joms.13089","DOIUrl":"10.1111/joms.13089","url":null,"abstract":"<p>Neo-institutional theory predicts that when adaptations to institutional pressures contradict a firm's efficiency needs, decoupling may arise. This study systematically investigates the drivers of heterogeneous decoupling in the context of international expansion. We propose that specific configurations – awareness of peers’ decoupling, a strong motivation to obtain legitimacy through ceremonial conformity, and a weak capability to couple stated policies with practices – will lead to a high occurrence of decoupling. An empirical analysis of 8918 annual reports of 1974 Chinese-listed companies from the period 2013–17 suggests that the ‘Go Global’ initiative undertaken by the Chinese government has created high institutional pressure for all Chinese firms to expand globally. However, when the implementation of that move is perceived as too costly or risky for a firm, the firm is likely to choose to decouple its international expansion from its stated commitment to expand under certain configurations of awareness, motivation, and capability conditions. Our theory and empirical findings extend decoupling research and international business research by providing a holistic configurational analysis of firms’ decoupling in an international expansion context.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 4","pages":"1379-1409"},"PeriodicalIF":7.0,"publicationDate":"2024-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140974489","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Governing Corporations in National and Transnational Spaces: Cross-Level Governmental Orchestration of Corporate Social Responsibility in South Korea","authors":"Hyemi Shin,&nbsp;Jean-Pascal Gond","doi":"10.1111/joms.13082","DOIUrl":"10.1111/joms.13082","url":null,"abstract":"<p>The loose spatial and temporal coordination of national and transnational governmental corporate social responsibility (CSR) strategies enables multinational corporations (MNCs) to externalize irresponsible behaviours. Political CSR (PCSR) and ‘government and CSR’ studies show how governmental authority shapes CSR at the domestic <i>and</i> transnational levels but provide only limited insights into how to govern MNCs <i>across</i> levels and <i>over time</i>. Combining the concept of orchestration with insights from power transition theory, we theorize cross-level governmental orchestration as power-imbued, dynamic, and involving multiple modes of orchestration. Through an analysis of how the South Korean state has deployed CSR domestic and transnational strategies over 30 years, we induce three configurations of cross-level governmental orchestration, blending coercive, directive, delegative and facilitative modes of orchestration, and identify the mechanisms behind Korea's transition from one configuration to another. Our results: (1) contribute to PCSR and ‘government and CSR’ studies by conceptualizing a systemic and dynamic view of cross-level orchestration of governmental CSR strategies; (2) advance transnational governance studies by consolidating orchestration theories and considering coercive power, and (3) add to power transition theory by explaining how regulatory capacity-building enables shifts of cross-level orchestration configurations.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 4","pages":"1347-1378"},"PeriodicalIF":7.0,"publicationDate":"2024-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13082","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140934109","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}